Selected founder experience · Portfolio transformation
Ultimate Group
International events portfolio
Creating the infrastructure for international expansion while accelerating audience and sponsorship growth across the established portfolio.
- Sector
- Financial services and fintech
- Reach
- Europe, Asia, the Middle East, Africa and South America
- Lead
- Konstantinos Zachoudanis
- Focus
- Portfolio expansion, event launches and operational transformation
Our roleSenior marketing and content leadership
This case study reflects work led in a previous senior marketing role.
The challenge
Preparing the business for its next stage of growth
The international events group planned to expand its portfolio from six to ten events. Its growth ambitions required a stronger operating model, more developed team capabilities and greater coordination across marketing, content and sponsorship sales. The priority was to create the infrastructure for four new international launches while differentiating the existing products and improving their audience and commercial performance.
The approach
Building the infrastructure for global expansion
A new operating model was designed and implemented across the 14-person marketing and conference function. Team capabilities were assessed and strengthened through clearer responsibilities, planning cycles, processes and performance frameworks, raising delivery standards across the global portfolio. The organisation's first AI-first marketing team was created, with AI-enabled working practices extended into the conference function.
Launch frameworks, forecasting and performance-reporting systems were established for four new events across Asia, Africa and South America, alongside the foundations for the organisation's first single customer view. Working with external partners, the portfolio brand strategy was refined — new positioning, ICPs, segmentation, messaging and brand standards gave each event a distinct identity and proposition.
Marketing, conference and sponsorship sales were brought into a more connected operating model. New sponsorship-marketing and pipeline-acceleration programmes generated 40% of the qualified sponsorship pipeline and contributed to two events selling out their sponsorship inventory. A new event brand was developed and launched alongside the flagship as part of the wider portfolio-growth strategy.
The results
Portfolio expansion and commercial growth
0
Launch frameworks created for new international events
0%
Year-on-year increase in flagship registrations
0%
Year-on-year increase in flagship attendance
0%
Of the qualified sponsorship pipeline generated through marketing
Start the conversation
Planning to expand your event portfolio into new markets?
Let's discuss how stronger positioning, launch frameworks and international marketing operations could support your growth.